Xerox Bench Marking
Transcript of Xerox Bench Marking
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BENCHMARKING
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BENCHMARKING
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CONTENTS
Introduction - Benchmarking
Collaborative benchmarking
Procedure
Cost of benchmarkingTechnical benchmarking \ product benchmarking
Types of benchmarking
Levels of benchmarking
Benefits of benchmarking
Xerox ± case study
Conclusion
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INTRODUCTION - BENCHMARKING
What is benchmarking?
Benchmarking is the process of comparing
the business processes and performance metrics
including cost, cycle time, productivity, or
quality to another that is widely considered to be
an industry standard benchmark or best practice.
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CONTD..
Benchmarking provides a snapshot of the
performance of your business and helps you
understand where you are in relation to a
particular standard.
The term benchmarking was first used by
cobblers to measure people's feet for shoes.
They would place someone's foot on a
"bench" and mark it out to make the pattern for
the shoes.
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COLLABORATIVE BENCHMARKING
Benchmarking, originally invented as a
formal process by Rank Xerox, is usually carried
out by individual companies. Sometimes it may
be carried out collaboratively by groups of companies
Example:
UK construction industry which has carried
out benchmarking since the late 1990s again
through its industry association and with
financial support from the UK Government.
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PROCEDURE
There is no single benchmarking process
that has been universally adopted. The wide
appeal and acceptance of benchmarking has led
to various benchmarking methodologiesemerging.
The first book on benchmarking, written by
Kaiser Associates, offered a 7-step approach.
Robert Camp (who wrote one of the earliest
books on benchmarking in 1989) developed a
12-stage approach to benchmarking.
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The important approaches in
benchmarking Identify your problem areas
Indentify other industries that have similar
processes Identify organizations that are leaders in these
areas
Survey companies for measures and practices
Visit the ´best practiceµ companies to identifyleading edge practices
Implement new and improved business practices
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COST OF BENCHMARKING
Benchmarking is a moderately expensive process, but mostorganizations find that it more than pays for itself. The three maintypes of costs are:
Visit Costs - This includes hotel rooms, travel costs, meals, a token
gift, and lost labor time.
Time Costs - Members of the benchmarking team will be investingtime in researching problems, finding exceptional companies tostudy, visits, and implementation. This will take them away fromtheir regular tasks for part of each day so additional staff might be
required.
Benchmarking Database Costs - Organizations that institutionalize benchmarking into their daily procedures find it is useful to createand maintain a database of best practices and the companiesassociated with each best practice now.
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T YPES OF BENCHMARKING
Process benchmarking
Financial benchmarking
Benchmarking from an investor perspective
Performance benchmarking
Product benchmarking
Strategic benchmarking
Functional benchmarking
Best-in-class benchmarking
Operational benchmarking
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LEVELS OF BENCHMARKING
Learn from Past Success
Borrow Good Ideas
Best-in-Company
Industry Standard
Industry Leadership
Best-in-Country
World Class
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XEROX- A C ASE STUDY
Xerox, one of the world's leading copier company
Xerox, implements benchmarking concepts.
1948 ² invented Xerox corporation
1961 - Xerox was listed on the New York Stock
Exchange
1969 ² sets corporate R&D facility
1970 ² introduced more new products
After 1980·s implement the benchmarking
concepts
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CONTD«
Keywords:
Leadership Through Quality
Benchmarking
Implementation
positive impact
practices
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BENEFITS OF BENCHMARKING
In 2008, a comprehensive survey on benchmarking wascommissioned by The Global Benchmarking Network, a network of benchmarking centers representing 22 countries. Over 450organizations responded from over 40 countries.
Mission and Vision Statements and Customer (Client) Surveysare the most used (by 77% of organizations) of 20 improvementtools, followed by SWOT analysis(72%), and InformalBenchmarking (68%). Performance Benchmarking was used by(49%) and Best Practice Benchmarking by (39%).
The tools that are likely to increase in popularity the most over the next three years are Performance Benchmarking, InformalBenchmarking, SWOT, and Best Practice Benchmarking. Over 60%of organizations that are not currently using these tools indicatedthey are likely to use them in the next three years.
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CONCLUSION
Benchmarking must be a continuous process with
the extent and scope of the project being
dependent on the resources that the company has
available.
The above key steps to benchmarking are
detailed further along with a list of factors to be
aware of in the companion document 'Guide to
Benchmarking'
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REFERENCES
Beating the competition: a practical guide to
Benchmarking. Kaiser associates 1988.pp.176.
Camp,R.(1989). The search for industry bestpractices that lead 2 superior performance.
Benchmarking: how to make the best decisions
for your practice
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QUERIES
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